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Hi Chris!<br><br>
Great metrics. In my experience, the 30% band runs a little longer. I
have had several meetings of between180 and 200 people where there were
around 60 topics.<br><br>
Maybe the length of the conference also plays a role. These were 1.5 day
meetings (which I like very much).<br><br>
Cheers<br><br>
Koos<br><br>
<br>
At 01:01 30-5-2012, Chris Corrigan wrote:<br>
<blockquote type=cite class=cite cite="">Jeroen...and back to one part of
your original question...<br><br>
In groups of up to 50 I usually prepare breakout space enough for half of
those people to host topics over the course of the event. Therefore
a group of 40 needs 20 breakout spaces. Spread over two timeslots,
that means 10 breakout spaces. Spread over three timeslots, well
why not? Still 10 spaces. You can never have too much
space. <br><br>
For groups 50-100 I assume something like 30 sessions will be held.
For group of 100-200, up to 50 sessions will be held. 200-500,
perhaps 80. Groups bigger than 500 can generate sessions at a rate
of 15% of the total number of people: 600 will produce up to 90,
800 might produce 120 and so on. <br><br>
So a formula...<br><br>
0-50 = 50%<br>
50-100 = 30%<br>
100-200 = 25%<br>
200-500 = 20%<br>
600+ = 15%<br><br>
How does that equate with other's experience? Pannwitz Sr. keeps
good records...does that match?<br><br>
Of course these are approximate ranges, but that helps me prepare.
Always err on the side of preparing too many spaces. <br><br>
Chris<br><br>
On Tue, May 29, 2012 at 3:47 PM, Linda Stevenson
<<a href="mailto:stevenson8899@msn.com">stevenson8899@msn.com</a>>
wrote:<br>
<dl>
<dd>Hi, Jeroen,<br>
<dd> <br>
<dd>I have used the following information successfully with clients -
some of it may be of some use to you tomorrow, especially the last
sentence!<br>
<dd> <br>
<dd>Good luck,<br>
<dd>Linda<br>
<dd> <br><br>
<br>
<dd>Self-Organization and Open Space Technology</u><br><br>
<dd>The phenomenon of self-organization is not new. It has been around a
few billion years. However, the intentional focus on self-organization
utilizing Open Space Technology with organizations and communities, with
just a 25 year history, is relatively new.<br><br>
<dd>Self-organization and complexity theory were first talked about by
scientists. It simply means that groups and communities as they come
together have an inherent capability to organize “all by themselves.”
From bacteria, bees, ant colonies, and now groups of people - what they
all have in common is the ability to engage, collaborate, and create
higher, more successfully adaptive, levels of functioning.<br><br>
<dd>Open Space Technology is designed to leverage that natural power of
self-organization to create more effective organizations and communities.
Such a process requires not only a new way of thinking about process, but
also about leadership and facilitation. <br><br>
<dd> <br>
<dd>Originated by Harrison Owen, the Open Space process has been used
throughout the world in organizations of every kind and size from 5 to
3,000 participants. He began designing Open Space Technology when, after
spending a year and a half helping to shape and organize a large
international conference, the evaluations indicated that the best part of
the highly structured event were the coffee breaks! <br><br>
<dd>That was an “ah-ha”moment for Harrison who then set out to design a
process that was so elemental it could not fail and just as compelling as
a really good coffee break. With the help of some friends and colleagues
Open Space emerged.In hindsight, the coffee break and Open Space are
quite simply highly effective and efficient examples of deliberately
tapping into the power of self-organization – the natural ability of
groups and communities to creatively collaborate and successfully adapt.
The elegance and simplicity of the process as well as the powerful
collaborations and the effective results always surpass
expectations.<br><br>
<dd>Margaret Wheatley describes the relevance of self-organization to
organizations and communities as follows:<br><br>
<dd>In self-organization, structures emerge. They are not imposed. They
spring from the process of doing the work. These structures will be
useful but temporary. We can expect them to emerge and recede as needed.
<br>
</i><br>
<dd>It is not the design of a specific structure that requires our
attention but rather the conditions that will support the emergence of
necessary structures. When we work with organizing-as-process</u> rather
than organization-as-object, it changes what we do. Processes do their
own work. Our wonderful abilities to self-organize are encouraged by
openness. We, like all life, can anticipate what is required of us,
connect with those we need, and respond intelligently.<br>
</i><br>
<dd>The success of Open Space Technology depends on establishing and
trusting that the following “conditions” can set the stage for
self-organization:<br><br>
<dd>An important issue
<dd>Levels of complexity
<dd>Rich diversities of opinions and participants
<dd>Plenty of passion
<dd>Potential for conflict
<dd>Genuine sense of urgency<br>
<dd>Given the complexity of any human system, the process itself may
sound too simple, but the results are unbelievably effective and
efficient. OST always works, provided the initial “conditions”are met and
the integrity of the process is honored.<br><br>
<dd>Open Space thrives on new connections, new learning, and new ways of
being together. From finding common ground and experiencing trust, there
emerge more effective collaborations, structures, and leadership through
continued partnerships and communication based on passion and taking
responsibility for any next steps which are identified during the
process.<br><br>
<dd>Opening such a collaborative space will allow the discovery of not
only the issues and opportunities, but also the greater capacities
needed. It also can unleash the creative leadership potential,
talents and resources of everyone involved while allowing them to take
responsibility for the emergent outcomes. Everyone involved will become
the champions for necessary change. As Margaret Wheatley insightfully
points out “people don’t resist change, they resist having it imposed on
them.” </i>In other words, people don’t get behind something they were
not involved in helping to create. <br><br>
<dd> <br>
<dd> <br>
<dd>> Date: Tue, 29 May 2012 23:03:43 +0200<br>
<dd>> From:
<a href="mailto:jrn.rmrs@gmail.com">jrn.rmrs@gmail.com</a><br>
<dd>> To:
<a href="mailto:oslist@lists.openspacetech.org">
oslist@lists.openspacetech.org</a><br><br>
<dd>> Subject: Re: [OSList] number of topics and number of
timeslots,presence board members<br>
<dd>> <br>
<dd>> Hi Linda,<br>
<dd>> <br>
<dd>> thanks for the offer. Tomorrow I have a talk with members of
the<br>
<dd>> projectgroup. I'll keep you posted on the outcome and depending
on the<br>
<dd>> outcome of this talk I might take you up on your offer.<br>
<dd>> <br>
<dd>> all the best<br>
<dd>> <br>
<dd>> jeroen<br>
<dd>> _______________________________________________<br>
<dd>> OSList mailing list<br>
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<br><br>
<dd>_______________________________________________<br>
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</dl><br><br>
<br>
-- <br>
---<br>
CHRIS CORRIGAN<br>
Facilitation - Training - Process Design<br>
Open Space Technology<br><br>
Weblog:
<a href="http://www.chriscorrigan.com/parkinglot">
http://www.chriscorrigan.com/parkinglot</a><br>
Site:
<a href="http://www.chriscorrigan.com">http://www.chriscorrigan.com</a>
<br><br>
<font color="#006600">Upcoming workshops<br><br>
Art of Hosting<br>
</b>November 12-15, 2012, Bowen Island, BC, Canada.<br>
(email me for more information)<br>
<br>
</b></font>YET: the improv-based facilitation course you have always
wanted to take!<br>
2012, Bowen Island, BC, Canada<br>
(email me for more information)<br><br>
<br>
</b><br>
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